Welcome!
Heading into our last ever Five Day Closed Door Event!
Really looking forward to it, and I know Clare and Owen are
too.
The questionnaires we're receiving are interesting, and tell
me two things:

MASTERMIND
THINKTANK

(1) our members are VERY determined, and

• FEBRUARY 4TH 2013

(2) not many people know what they need to know when it
comes to relationship based marketing.

• FEBRUARY 7TH 2013
• FEBRUARY 8TH 2013

All good, that's what we're here for!
My husband and I have a theme for each year. I have a
theme for this month, and it's called 'Be Fiercely
Uncompromising'.

MASTERMIND
MASTER CLASS

Every time I drop my standards, my results drop.

• FEBRUARY 5TH-6TH 2013

So, if I want to improve my results, it follows I must raise my
standards.
Not rocket science, true, but how many people actually do
this?

MASTERMIND
5-DAY CLOSED
DOOR INTENSIVE

Sure it's easier to complain, excuse justify and get busy
doing other things.

• FEBRUARY 20TH-26TH 2013

But at the end of the day, as we close our eyes on what
was, we also closemour eyes on what could have been, all
for the sake of raising our standards.
The promise - the potential - lies & dies untapped for most.
We know better, so we must do better.
S.P.

MONTHLY RANT
The theme for this month is 'Fiercely Uncompromising'. Not popular with the excuse-experts out
there, I know!
Where are YOU fiercely
u n c o m p ro m i s i n g ? A n d I
imagine, this is where you get
results.
The reason why our members
get results, (and we beat any
stats going on results in a
MasterMind Group) is
because our members come
into it willing to do what it
takes, not just what makes
them comfortable.
And if you're the 1% of
people not in this category,
GTFOU.

SHARON BEHIND THE SCENES
THE T&C SUMMIT IN SAN FRANCISCO
WAS TERRIFIC, NOT SO MUCH FOR THE
CONTENT BUT FOR THE FRIENDSHIPS
THAT WERE FORMED, AND IN SOME
CASES, DEEPENED.

Lowlights of the Summit:

In between MANY conversations, the
speakers managed to get a word in here
and there, interrupt us, but there you go!

2. Speakers sharing ‘black hat tactics’ to get
around Google. Yup, on stage.

The highlight of the whole thing was meeting
so many people so passionate about what
they do. I met and got to hang out with
many of the famous names from internet
marketing: James Dyson, creator of
Optimize Press, is a lovely young man :)
John Assaraf, contributor to “The Secret”
and “The Answer” and famous speaker is
terrific and introduced me to dozens of
people as we hung out. Brian Tracy’s team
were there and I worked with their CEO on
the E.S.I.P. Model, which seems to have
become in demand!
Aussie Kerwin Rae is the nicest person ever,
as is his Marketing Coordinator, Chrystalle.
John Glaso was there and Russelll Brunson,
Christ Farrell, Tim Ferris, Guy Kawalski, and
about 2000 people wanting to learn about
I.M.

1. People publicly declaring how much we
should “despise customer service”.
WTF???

3. A speaker declaring “we’re all here to
make a buck”.
4. People believing they will find shortcuts to
success.
Here’s the thing. There may be the fabled
‘shortcut’ out there. It may actually exist.
But in the hands of someone not mentally
ready for responsibilities of success, what is
going to happen?
A shortcut to getting endless leads is only
valuable to the person ready and able to
provide “ “ to them - which means they know
their avatar, their fears, hopes, wants and
needs.
And there is no shortcut to knowing this.
Let’s say there’s a mythological holy grail of
clients. You would have to have in place the
systems, processes and people to support
them.

To provide all of that, you need a winning
culture, great leadership, structures,...

The more it relied on the ‘guru’ doing stuff,
the more chaotic the culture, and the less
the systems were in place.

And there are no shortcuts to creating that
culture or becoming that leader or
developing these structures.

GIVEN THAT PROVIDING
VALUE IS THE KEY TO
BUSINESS SUCCESS, HOW
ON EARTH IS A SHORTCUT
A GOOD IDEA?

Business that you would be sure were doing
tens of millions in revenues are staggering
along with poor value proposition, a weak
mission statement, little structure and are
really struggling for answers.
Again, this seemed MOST prevalent where
there is a ‘guru’ for the brand.
There’s much more to share, and we’ll cover
it at the upcoming MASTER CLASS.

THE OTHER THING I NOTICED
WAS THE MOST
SUCCESSFUL BUSINESS
OWNERS IN THE ROOM HAD
A STRONG CUSTOMER
SERVICE CULTURE.
It was all about
the client.
Incomes went up
based on three
things:
1. The strength
of the offer
2. The type of
culture
3. The structures and systems in place
that are replicable, sustainable and
scalable.

MEMBER’S QUESTION
QUESTION:
DOES BEING ORGANISED
REALLY MAKE THAT MUCH OF
A DIFFERENCE?

ANSWER:
YES! FAILING TO PLAN IS PLANNING TO FAIL.

Many business owners achieve a level of
success and then begin to stall out. They
f a i l e d t o a n t i c i p a t e o r p re p a re f o r
fundamental change and lost the previous
momentum built up. In many cases the
forgotten fundamental elements of these
failed businesses were vital things to
success.
Elements like customer expectations,
employee morale, regulatory requirements,
competitive pressures, economic
changes weren't even a second thought.
Sharon Pearson’s Benchmark Model is a
great tool that can be used for strategic
planning for these elements. The Benchmark
model provides a structured formula to
attack strategic planning.

There are examples that exist for businesses
that have achieved financial success without
a plan. But if you’re one of those business
owners, consider yourself lucky.
Another danger for business owners is the
lack of direction, which results in morale
problems because, as far as you are
c o n c e r n e d , t h e f u t u re i s u n c e r t a i n ,
unpredictable, and out of control. These
mundane conclusions can only be seen as a
threat to the business owner, which
negatively impacts productivity. If the attitude
that planning isn’t necessary becomes part
of your company culture, it can prove deadly.
To avoid these danger, use the ESIP Model,
take your time around becoming clear on out
come and purpose and review and improve
every chance you get.

CREATING AN ENGAGING BROCHURE
There are many ways to market your
business, endless ways to target new clients
or referrals. Some of which require your

WHAT IS A FEATURE? A FEATURE IS A
PROMINENT ATTRIBUTE OR ASPECT OF
A PRODUCT YOU PROVIDE OR SELL.

presence – like public speaking; others do
the speaking for you – like your brochure.

Examples of a feature would be the names of
services you provide, a description of the

And because you may not be around when
someone picks it up, you need to make sure
that your brochure is engaging and clearly

service, your price list, your hours of
operation, the physical area you service,
statistics or comparison charts, length of
treatment or service. If you sell a product, the
color, weight or how you ship the products

tells the story about who you serve and how
you serve your target market. We began to
learn techniques to interrupt and engage
our avatar in the 5 day close door event with
Sharon Pearson.

WHEN WAS THE LAST TIME
YOU FOUND A BUSINESS
BROCHURE SO INTERESTING
YOU READ IT COVER TO
COVER? IF YOU’RE LIKE ME,
THE ANSWER PROBABLY IS
“UMMM, CAN’T RECALL”. WHY
IS THIS?
THE REASON BEING IS THAT MANY
BROCHURES ARE FEATURE-DRIVEN
RATHER THAN BENEFITS-DRIVEN. AND
FEATURES ALONE DO VERY LITTLE TO
ENGAGE PEOPLE TO BUY YOUR
SERVICES OR PRODUCTS.

would be examples of features.
Features are not very exciting on their own
and are not what makes a person want to
buy your service or product. Yet, if you look
at most business brochures, you’ll find that
they are loaded with features. These
brochures rarely engage you enough to
read them cover to cover.

BENEFIT DRIVEN BROCHURES ON
THE OTHER HAND ARE STATEMENTS
A B O U T W H AT T H E C L I E N T O R
CUSTOMER WILL RECEIVE OR
EXPERIENCE FROM THE SERVICE OR
PRODUCT YOU PROVIDE.
For example: “go pain free for longer
periods of time”, “have a significant
increase in range of motion”, “experience a
sense of well-being and confidence once
you know how to dress and coordinate your

wardrobe”, “see a significant increase in
your productivity”, “achieve a full practice
filled with ideal clients”.
In short, benefits let a person know what’s in
it for them and they are the number one
element in creating a brochure that
engages. Reading through benefit centric
content allows the person to put themselves

OTHER ENGAGING
ELEMENTS TO INCLUDE
WHEN CREATING YOUR
BROCHURE ARE:
A DESCRIPTION OF YOUR IDEAL
CLIENT/TARGET MARKET
You want to be very clear about whom you

in the “after” picture – what life will look like
once they use your services or products.
Paint a picture and tell a story through your
brochure. Remember this important
marketing axiom: “Facts tell but stories

serve. So when a prospective client, after
having read the brochure, will self-select
(the “that’s me” phenomenon) or a referral
source will think “I know exactly who could
use this”.

sell”. Find out more about positioning your
story and visit members.smallbusinessacademy.com.au

What is social proof? In a nutshell, the most
powerful influence over a person is other
people. It is the old herd mentality but even
more useful are testimonials and success
stories from past satisfied clients or
customers that help create the social proof
you need.

CALL TO ACTION
Create an effective way to grab the
customers attention and entice them to go
on the journey with you. Examples of a call
to action are: “call for a free 15 minute
consultation”, “bring this brochure with you
to my salon and receive 10% off all services
you receive that day”, “go to my website at
www.call2action.com and receive my free
gift when you sign up for my monthly
newsletter”. DO NOT overlook this valuable
opportunity to tell people what to do next!
MASTERMIND MONTHLY | February 2013 | 8

COPY
Content that is easy to read and understand
is essential. Visually pleasing, relevant
images in your brochure are a great way to
keep prospects engaged. I also strongly
recommend using headlines and bullet
points – stay away from blocks of text so that
the brochure is easy to read. And keep
technical terms and slang words to a
minimum. These brochures will be read
mostly by ideal clients if done correctly and
NOT by other professionals in your
industry…your prospects won’t understand
what these terms mean. If you do have to
use a few technical terms, make sure to
explain them as briefly as possible in
layman's terms.

ACTION STEP FOR
CREATING A BROCHURE
THAT ENGAGES

RANDOM
THOUGHT

“

THERE IS
ANOTHER
CERTAINTY IN LIFE YOU WILL ALWAYS
SUCCEED...
YOUR FOCUS
DETERMINES
...AT WHAT.

Review your current business brochure,
measure it against the topics listed above to
see if it is an effective marketing piece as
outlined in this article. If someone picked it
up and read it, would they quickly
understand the services and benefits you
provide? Would they feel drawn to you and
your services? Will they be able to selfselect and say “that’s me!” when reading
your brochure? If not, time to go back to the
drawing board and create a new benefitsdriven, engaging brochure.

I joined MasterMind in July last year after
NLP Practitioner. I was studying to be a
Personal Trainer and just stepping into life. I
was thinking of buying into a franchise, and
when I asked Sharon what she thought of the
idea, her exact words to me were “F* that, do
it yourself.”

WHAT WERE YOUR EXPECTATIONS?
I didn’t really have any expectations when I
started, just working out my why and saying
yes to myself. My expectations now are just
to learn and grow as much as I can both
personally and in business.

WHAT ARE THE THREE KEY
MESSAGES YOU BELIEVE HAVE MADE
THE MOST DIFFERENCE TO YOU IN
THE PAST 13 MONTHS?
1. The very first one, “F* that, do it yourself”
obviously made a big difference.
2. Taking advice... taking everything on
board, even if it was tough to hear.
3. And modeling excellence. That’s a big one
for me. Whatever I’m learning in MasterMind
and from Sharon, I’m going out and I’m
doing it. The expertise that you can get from
her is nothing that you can get anywhere
else.

WHERE WERE YOU AT WHEN YOU
STARTED OUT IN TERMS OF
MINDSET? WHERE ARE YOU NOW?

WHAT DOES THE YEAR AHEAD HOLD
FOR YOU THAT YOU’RE MOST
EXCITED ABOUT?

I remember at the first Think Tank, Sharon

I’m not sure what the year ahead holds, I
know I want to make a difference and grow
my business. I’m excited to get people into

actually said to me “I do not trust you”
because of the way my attitude was. I was
very focused on myself and it was all about
me. Sharon has “beat it out of me” as she
likes to say and I’m now more focused on
building trust and community. I’ve been
following her advice, modeling excellence,
and just taking action - doing the do.

my program and make the goals that me and
Sharon have planned out in the Hot Seat.
Those goals would never have seemed real
to me before, not with what I was doing, but
now they’re getting closer every day with
every action I take.

All emerging leaders come to a point where
they must begin taking responsibility for
having critical conversations for the good of
their teams and companies.
Conversations about results, accountability,
KPIs. At some stage every leader will also
have to tell someone they’re no longer a fit
for the company and have to go.
For most emerging leaders, the mere
thought of having critical conversations is
terrifying!

as bad or as scary as you possibly could
have imagined.
You realize that it is not Mt Everest or even a
pyramid. At worst it is a small flight of stairs
– a little uncomfortable for the unpracticed,
maybe even challenging. It IS always critical
for the success of your team and business
growth.
And just like a stair case, critical
conversations get easier with practice. Here
are some pointers I’ve picked up along the
way to help you out.

The conversation starts as a staircase in our
minds – something that is challenging but
critical to reach new heights.
Then you’ll spend time thinking about
having it and it starts to become a pyramid –
complete with scary creatures and mythical
trap doors destined to catch you out.
Then you start planning like it’s Mt Everest –
you run scenarios over in your mind. You
mentally rehearse every moment. You gather
supplies and your support team around you
(in my case it was my CEO…)

1. KNOW YOUR OUTCOME.
AS WITH ALL GOOD SUCCESS
STRATEGIES YOU NEED TO BE
CLEAR ON THE IDEAL OUTCOME OF
THE CONVERSATION BEFORE YOU
GO INTO IT AND ALWAYS BRING THE
CONVERSATION BACK TO THE
OUTCOME.

Most important of all, have conversations as
soon as they are relevant and necessary so
that you, your team and your business can
maintain focus on and momentum toward
what matters most.

2. BE MAP NEUTRAL.
AS ALWAYS RESPECT THAT THERE
WILL BE THREE VERSIONS OF
EVERY EVENT OR CIRCUMSTANCE –
MY TRUTH, YOUR TRUTH AND
WHAT ACTUALLY HAPPENED.

FIONA
MANGANO

3. GIVE FACT-BASE FEEDBACK
IN A BUSINESS CONVERSATION,
EMOTION IS USUALLY NOT USEFUL
SO BE SURE TO GIVE FEEDBACK ON
THE FACTS OF WHAT HAS OR HAS
NOT OCCURRED.

A.K.A.

SUPERGIRL

4. OUTLINE IMPROVEMENT STEPS
USING THE FACTS OUTLINE A
CLEAR STRATEGY OF NEXT STEPS
FOR IMPROVEMENT OR CHANGE.
5. FOLLOW UP
TRACK THE RESULTS (OR LACK OF
RESULTS) THAT COME OUT OF
YOUR FEEDBACK AND NEXT STEPS
AND BE PREPARED TO
ACKNOWLEDGE THE
IMPROVEMENTS OR ESCALATE THE
SITUATION AS REQUIRED.

...is our Senior Course Consultant and
Team Leader. Since starting with The
Coaching Institute as a student over
three years ago, Fiona has participated
in almost every training The Coaching
Institute has to offer and runs a
successful training and coaching
business. Fiona has now done around
1000 hours of coaching and training with
Multi National Corporate, groups, small
businesses and individuals.

FOR YOU TO EXPLORE...
HTTP://WWW.EYESONSALES.COM/
CONTENT/ARTICLE/
IS_INTEGRITY_A_SALES_STRATEGY
THANKS BEN O’LOGHLIN FOR THIS
INTERESTING READ.

YASMIN TAN INTRODUCED US TO HTTP://
WWW.NOBLESAMURAI.COM/ FOR FINDING A
MONETISED NICHE AND OPTIMISING
SUCCESS. ITS HAS A KEYWORD TOOL THAT
HELPS YOU DETERMINE AMOUNT OF TRAFFIC
TO IT, RELEVANCE AND COMMERCIALITY.

GIULIANI’S 5 PRINCIPLES OF LEADERSHIP
“LEADERSHIP” DESCRIBES
IN COMPELLING DETAIL
GIULIANI’S TIME AS MAYOR
OF NEW YORK CITY.
IT DESCRIBES THE PRINCIPLES OF
LEADERSHIP HE USED; THE STRATEGIES
HE RELIED ON TO RECLAIM NEW YORK
FROM BEING A CRIME-RIDDEN ROTTEN
APPLE AND REINSTATE IT AS THE BIG
APPLE. HIS STRIKING DEPICTIONS OF
THE PEOPLE AND ISSUES HE
ENCOUNTERED IN EIGHT YEARS AS
MAYOR OF AMERICA’S BIGGEST CITY
ARE VALUABLE LESSONS WE CAN
APPLY TO OUR OWN LIVES.
BELOW ARE FIVE OF GIULIANI’S
PRINCIPLES OF LEADERSHIP AS
DESCRIBED BY GIULIANI HIMSELF
TAKEN FROM THE BOOK “GIULIANI
LEADERSHIP” BY RUDOLPH GIULIANI
WITH KEN KURSON

1|
PREPARE
RELENTLESSLY
As a prosecuting attorney, I learnt firsthand that the biggest mistake even the
best lawyers made was assuming too
much. Assuming that opposing counsel
would raise specific issues, that clients
wouldn’t say ludicrous things or behave
in ridiculous ways meant leaving
yourself wide open to the unexpected.
Being unprepared in either law or a
position of leadership is one guaranteed
path to failure.
Eliminating assumptions through
thorough preparation was a lesson I
took with me to City Hall and one that
would hold me in good stead during the
difficult days after September 11. I
would often envision possible outcomes
of scenarios and situations to help in my
readiness. When asked how I was able
to stay calm in the face of such a crisis,
I spoke of the diligent preparation that
my team and I had undertaken to
rehearse responses to a wide variety of
possible emergencies.
By blueprinting the specific actions of
every single staff member in every

agency, and simulating emergencies
such as airplane crashes, sarin gas
attacks and other situations that

and know it would get done â&#x20AC;&#x201C; was
indescribable. I could completely focus
on other things. Despite their own shell

required tactical responses, we were
as prepared as we ever could be.

shock, team members were inspired by
their coworkers efforts. As the people
of New York saw our immediate
accomplishments, they too gained
strength. Throughout the following

You must instil preparedness in others.
Push those who work for you to also
create a regime of preparedness. They
will pass it downstream and all will be
more cohesive and ready when
necessary.

2|
SURROUND YOURSELF
WITH GREAT PEOPLE

months, my staff continually
distinguished themselves.
Analyse strengths and weaknesses,
starting with yourself. The fundamental
part of choosing great people is
analysing your own strengths and
weaknesses. Seek a balance between
your weaknesses and the strengths of

During the hours and days that
followed the tragedy of September 11, I
deeply appreciated the benefits of
having a reliable, capable team. The
first night after the disaster we were
faced with the challenge of how to get
all of the equipment required for the
recovery and clean up into the city.
Roads were destroyed and abandoned
cars were blocking access, leaving an
unsure solution. Within hours, Deputy
Mayor Rudy Washington had organised
an entire system for getting
construction equipment in and out of
Ground Zero.
In such a critical situation, to be able to
completely hand-over control of such
an important task to a team memberâ&#x20AC;&#x201C;
MASTERMIND MONTHLY | February 2013 | 15

others. This is crucial in determining
who is best equipped to help you be a
great leader.

3| UNDERPROMISE AND
OVERDELIVER
All leaders must find a balance
between results and expectations. Be
as accurate as possible with
projections, but it is better to err on the
side of underpromising. I often used to
slightly underestimate prospective
re v e n u e v a l u e s . T h i s p o l i c y o f

to convince the detractors. With my
solution to combat crime, I got Police to
go after people with outstanding
warrants – after two months of hard
work results began to show, and
immediately the Police wanted to
publish the figures. I decided to wait
four or five months until we were sure of
the project’s success.

4|
LOYALTY: THE VITAL
VIRTUE
I thrive on loyalty and know its

underestimating budget figures forced
employees to stick to costs and avoid
unnecessary spending. Then, when the
unexpected hits, as with the World
Trade Centre Attacks, there is room to

importance in leadership. Ronald
Reagan once risked his popularity by
refusing to fire people who worked for
him after a troublesome incident arose.
He remained loyal to the people who

manoeuvre.

had helped him get where he was.

The problem with announcing
projections based on the best-case
scenario is that anything short of that
result looks like failure, regardless of

Loyalty to and from others raises trust,
tremendously boosts the organisation’s
morale and creates a tighter
leadership. I learned this during my

speak with the person myself, get all
the facts and show them I wasn’t going
to abandon them at the first sign of

you and your staff will prepare better
when dealing with you. In addition, I
firmly believe that someone with an

trouble. If there was any opportunity to
speak on the person’s behalf in a
speech, press conference, meeting or
other venue, I would do so.

overview can often see opportunities
for improvement that experts are too
absorbed to see.
As a leader, it is your responsibility to
impart confidence and inspire courage
and optimism. Buoy yourself by
studying the lives of inspirational men.
Throughout the period following the
World Trade Centre attacks, I took
great strength from the life and

5|
STUDY. READ. LEARN
INDEPENDENTLY
Develop an attitude of learning. I find
that independent study is the best
method of this; grab the best books on

example of Winston Churchill. Despite
the tremendous odds he faced, he
constantly radiated hope, optimism and
conviction. His words are an inspiration
for all. He calmed and sustained the

the subject and unlock their secrets.
I believe that
independently
knowledge of the
are responsible.

any leader must
gain a working
areas for which they
Regardless of the

talents and know-how of your advisors,
you need to encounter situations with
your own knowledge. You need
experts, but must not rely on them
blindly.
For a start, you are responsible for the
big picture, whereas the expert’s view
is often a small part of that. You cannot
fake expertise, but doing your
homework will give you many
advantages.
You will be more able to weed out those
who are aiming to influence or mislead

people. As we dealt with our own
attacks, I was grateful to study the life
of such a leader.

TAKE SOME TIME NOW TO
SEE HOW YOU MEASURE
UP AGAINST THESE
PRINCIPLES AND HOW
YOU HOLD YOUR TEAM
AND YOUR CLIENTS
ACCOUNTABLE TO THESE
STANDARDS.

MASTERMIND
EVENTS
MASTERCLASS DAYS
In 2013 we will be unleashing our new format
MasterClass Days. These MasterClass days
replace what was Implementation Days. And
even more than that… whereas before you
only received one day, going forward each
quarter we’ll come together for TWO days for
a MasterClass session. These MasterClass
days will involve guest speakers both from
within our community and external to our
community and there will be ample time to
brainstorm and plan out your next 90 day
period. These MasterClass Days will be the
key to creating and maintaining momentum in
your business in 2013.

THE FIRST MASTERCLASS DAYS FOR
2013 WILL BE TUESDAY 5TH AND
WEDNESDAY 6TH OF FEBRUARY.

5 DAY
CLOSED DOOR
INTENSIVE
THE FINAL MASTERMIND CLOSED DOOR
INTENSIVE IS JUST AROUND THE
CORNER…20TH – 26TH OF FEBRUARY.
This marks a transition in the Mastermind
program format as we transition to an Annual
Business and Marketing Conference.
Between now and February Sharon is on a
mission to lear n some cutting edge
marketing strategies from around the world
so these lucky MasterMinders are in for quite
an experience.

THINKTANK SESSIONS
The first round of ThinkTank sessions also
kicks off in February (note the date change
from January).

THINKTANK MEMBERS BE SURE TO
SECURE YOUR PLACE ON EITHER
MONDAY 4TH, THURSDAY 7TH OR
FRIDAY 8TH OF FEBRUARY.

BONUS DAY: PUTTING
TOGETHER YOUR LAUNCH
Stay tuned for details on this bonus day with
Sharon – it will be truly mind-blowing and
completely transformational for your business
to set you up for even more success in
2013!!!

WHAT’S HAPPENING ON
FACEBOOK
PAUL ELLIS WENT TO NASHVILLE AND
SCORED A POTENTIAL CLIENT. YASMIN
TAN WAS CURIOUS AS TO WHY “HOW
TO BE HAPPY” HAD VERY FEW
ADWORDS. SHANE BOYD FREAKED
OUT OVER LANDING PAGE HOW TO AND
IMMEDIATELY SOUGHT HELP!! SONYA
BLONDINAU READ CIALDINI’S
INFLUENCE: THE PSYCHOLOGY OF
PERSUASION AND FIGURED OUT HOW
TO NO LONGER BE BEIGE…

Cameron Brown
got published in
mag and shared
the following
learnings with us:
Strategy
&
Results for this
article.

• Landing page they went to:
cameronbrown.com.au/leader (Please NO
OPTING IN as I'm measuring the results
closely... if you want a copy of ebook for
market research / swipe file - happy to
provide, just not from this landing page)
• Opt-in form has first name, email & phone
number

Result:
• Front page of Caulfield leader paper
(66,000 readership) & featured in 2 other
local papers (Bayside & Moorabbin
Leader), not on front page.
• 46 new leads with phone numbers and
counting! (only one person didn't enter a
full phone number)
• Over 70% opened rate AND CLICK
THROUGH to download ebook from initial
email

Strategy:
• Created specific & strategic Press Release
• Sent to MANY media contacts
• Sent short follow up email with law of
social proof taken care of for why they
would want to interview me
• Took care of WIFM in interview so that they
saw it valuable to have a CTA at the end of
article

• First strategy session with one of them
today
• Workshop now being run in Feb
Trust the above is valuable for those
wanting to generate more leads! NICE
WORK CAM!!

Sarah Valentine showed
us that December and the
holiday period can be a

two amazing boys I knew there was nothing
under the tree that would be a greater gift
than what I have been given by TCI. And my

great time for securing
clients: “Who says you
can't get clients at this
time of year! SP said its
time to take a business

family and I started dreaming under the tree
of what next year will bring...it's big and
amazing, it also includes toys lots of them.

connection model to Geelong, so I have.
Funny story, my husband was taking the bins
out and had a chat with neighbour who owns
large accounting firm in town, he asked what
I was up to - Craig did a great job at

Thank you to all the awesome people in this
community who share in this dream of an
extraordinary life and this movement to make
a differences. Thank you Sharon and Clare
for the (words can't express it) unbelievable
support!”

promoting me, I called him, we met, I then
met with his 3 partners they loved my
proposal and told me today they are excited
about the program to get started early next
year. This is a big contract and I am really
excited. I have also signed 3 other business
clients this month! Bring on 2013! I was a bit
slow to start but I'm hitting the ground
running. Thanks — with Sharon Pearson and
Clare Cope.”

Melissa McGinness
reflected on her journey
to date: “I started my
journey with TCI on July
27, 2012 and in a short 6
months my life began to
change with very little
effort and a lot of resisting a long the way!
When I woke up this morning and started
Christmas celebration with my husband and

Alfred Cardamone is on
the edge of his seat ready
to begin his MM journey
this year: “Merry Xmas to
all. As I went to midnight
church for the first time in
years to give thanks for
what has been an amazing
year, I couldn't but wonder how fortunate I
am to have so many gifts in my life. TCI is
one of them. There is no better feeling in
walking into a training event or chatting with
a fellow student. I am glad I am on this
journey with you all and thank you for what
you have brought along the way. May you
have an outstanding Xmas filled with joy and
love.
Sharon and Clare thank you for accepting
me as a student in mastermind, as
mastermind is a gift to myself next year.”